Beyond Scorecards and Measures (Part 1)
Daragh O Brien
In my January 2010 article for the IAIDQ newsletter, I discussed reward systems and the psychological issues which underpin and, in many cases, undermine the achievement of objectives. Since I wrote that article back in early December 2009, this topic has become very prevalent in the zeitgeist with a new book discussing the issues (Dan Pink's excellent "Driven", which you can buy through the IAIDQ's book store here: http://astore.amazon.com/interassocfor-20/detail/1594488843). Apparently the idea that people aren't pigeons and shouldn't be managed as such is now gaining increased currency in the mainstream.
In the time since I wrote my last article, I've also had the privilege of presenting at a conference in Dublin with Arnt-Erik Hansen, one of IAIDQ’s former Member Services Director and a former Executive Director with a large financial services company. The topic of his presentation in Dublin was the need to develop and grow a motivated mindset within organisations to better understand the value of information as an asset and to achieve critical mass around the quality of the information. The story he shared with the conference was a case study of how an organisation achieved this shift in mindset within one area of the business and how that shift in mindset helped deliver measurable benefits to the organisation. The discussion afterward centred on three key issues: Leadership, Motivation, and Reward.
I won't steal Arnt-Erik's thunder by repeating the answers he gave (which he tells me he is preparing as a case study on quality management). I also won't rehash the discussion on rewards which I addressed, for the most part, last time out. However, the questions of motivation and leadership are interesting and warrant some exploration (even though I touched on the motivation issues last time out as well). I'll tackle Motivation in this article and will return to Leadership in a subsequent piece.